This is the first in a series of features to highlight key lessons from A New City O/S by Stephen Goldsmith and Neil Kleiman.
- City administrative systems are motivated by an ethos of compliance, not by ﬁnding the right employees and providing them the tools needed to improve programs and services.
- New technologies and access to broad datasets can transform rule-bound workers into real problem-solvers. With the right distributive data platform, agencies can collaborate to build faster, more responsive services.
- The very top elected/appointed ofﬁcial must articulate a commitment to O/S principles and assign a chief with cross-agency authority to operationalize the transition. The new O/S must be supported by clear vision, engagement, and operations strategy.
- Central responsibility must be established via the Data Analytics Team and Project Management Office to encourage, organize, and support the development of a new O/S throughout the enterprise.
- Embrace labor. Management and labor will collaborate when both see the beneﬁts of O/S reforms that help provide greater savings and efﬁciencies.
- Ask the right questions. With distributed data coming from many sources, government ofﬁcials and frontline workers need to focus on clarifying what they want to know.
- Attract good candidates. Reforming hiring practices will be necessary to bring talent to government, and new training academies can provide skills to help move the existing workforce toward autonomy.
- Although key executive leaders will provide clear directives and rules for participants, a new O/S is not a centralized system. An open, distributed system should not be mistaken as a top-down system.
- Discretion for frontline workers must be balanced with more outcome-based supervision at the senior level, utilizing much more data to discern which employees are excelling or should be better trained or redeployed.
Please visit https://anewcityos.org for more.